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KOL Management Skills. 2006-10-18. Policy forming bodies .e.g.. Reg. Authorities/ WHO etc. KOL is the top level (Priority). Level 1 KOLs. Level 1. Level 2 “HCPs*”. Level 2. Level 3 Primary Care. Level 3. Consumers. * Healthcare Professionals. Who are Key Opinion Leaders (KOLs)?.

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KOL Management Skills


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    1. KOL Management Skills 2006-10-18

    2. Policy forming bodies .e.g.. Reg. Authorities/ WHO etc. KOL is the top level (Priority) Level 1 KOLs Level 1 Level 2 “HCPs*” Level 2 Level 3 Primary Care Level 3 Consumers * Healthcare Professionals

    3. Who are Key Opinion Leaders (KOLs)? • The significant center of your professional relationship development • They are healthcare professionals who have the ability to influence others, due to theirexperience, seniority, position and reputation. • "those respected individuals who take an active lead in the thinking, discussion and shaping of clinical practice at local, regional or global level and whose views influence prescribers and other healthcare workers". • International/domestic/local

    4. Whether or not someone is an KOL? • What is their sphere of influence within department or hospital and is it local, national or international? • What is their sphere of influence with respect to publications / editorial boards? • What is their sphere of influence with respect to local / national / global committees? • Who or what influences them - people / authorship of publications / data etc? • What is their current involvement with GSK ?trials / adviser / speaker etc?

    5. Exercise I: • Pls give a brief introduction of a KOL that is in your database.

    6. Whether a particular KOL is appropriate? • What value can they add for GSK? • What could GSK use them for? • Who do they speak for: GSK / competitors / healthcare authorities / community? • What are their current views on our therapy strategies? • What are their current views on specific drugs - GSK / competitors? • How up to date are they with new data? • Does money / power or status influence / motivate this person? • How do their colleagues view this person? • What are their current views on GSK as a whole? • Is there any 'baggage' that it would be useful to know about and need to take into account? • Are there any other issues that might affect this relationship with GSK? • How receptive might they be to getting closer to GSK?

    7. Finding and managing KOLs • Wide database of KOL contacts and process in place • good understanding of competitor KOL activity • relationships with “Non supportive KOLs” • Roles and responsibilities identification • Consolidating and agreement on KOL developing plan • Reaching new contacts • Involvement of senior management

    8. KOL Development Strategies

    9. Key Communications

    10. 1、Off-shore Conferences • Pre-planned timetable for events into the medium term future • Programme details available • Have working standards • Before the itinerary • During the itinerary • After the itinerary

    11. 3、Projects sponsorship • To strengthen the GSK profile as a key ‘supporter’ or as ‘serious player’ in the particular therapy area. • Cost: • Independent Meetings • Personnel costs • Presentation/publication support

    12. 2、Sampling • Objectives: • Hospital listing • Individual experience • Brand building • Long-term planning • Targeting

    13. Key Learning / Top Tips • Respond promptly with imagination and flexibility • Rapid and fully-considered review before response • Ensure the strategy with respect to any data and publications arising are clear and agreed

    14. 4、Direct Mailing • Content: • Publications • Overseas Alerts • Research/ Projects Minutes • Interactive Program • Release: • post mailing • internet

    15. Key Learning / Top Tips • Scientific communication under promotion program and follow-up tracking • Timeline management

    16. 5、Round Table Meeting

    17. Key Learning / Top Tips • Don’t expect to drive the outcome of a Round Table meeting, further than identifying the participants and drafting the agenda. • Planning and briefing the chair is the key, as it is difficult to change the direction of the meeting once it is in motion.

    18. KOL Management Evaluation • Analysis and differentiating • Add-value management • Lifecycle Management

    19. Thanks!

    20. CASE STUDY • 王教授是本市最著名一家医院心内科主任,是重要的学术带头人,在本市的影响力比较大,但很忙。 • 王教授与医药公司的关系都比较好,每年应不同公司的邀请参加国际会议。 • GSK文迪雅、速碧林、乐息平在本市的几次重要的学术会议请他为主席或讲者。其他没有更多的合作与联系。 问题: • 评估王教授是否能成为GSK KOL/或补充收集哪些信息? • 如何为王教授制订KOL发展计划?